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A Simplified Activity-Based Costing Approach for SMEs_ The Case Study of an Italian Small Road Company
A Simplified Activity-Based Costing Approach for SMEs_ The Case Study of an Italian Small Road Company
Purpose: The paper proposes an original conceptual model for designing a simplified
Activity-Based Costing (ABC) approach for Small and Medium-sized Enterprises (SMEs) by
focusing on the transport sector.
Design/Methodology/Approach: The model is designed starting from the distinctive
characteristics of the SMEs’ collaborative culture. The approach is then tested in the case of
an Italian small-road company.
Findings: The simplified ABC, which was gradually introduced in the SME, allowed the firm
to gain confidence with the costing system. Moreover, the discussion of the results led to
identifying the main areas to improve.
Practical Implications: Costing systems based on collaboration can lead to operational
improvements in SMEs operating in dynamic and competitive sectors as transport.
Moreover, advanced technologies may hold a crucial role for their development.
Originality/Value: Not much research has considered collaboration as a driver for
introducing ABC in SMEs. The paper contributes to the literature on simplified managerial
approaches, suggesting trends for future research.
1
Economic Studies, University of G. d’Annunzio, Chieti - Pescara, Italy,
e-mail: d.raucci@unich.it (corresponding Author);
2
Political Sciences, Communication and International Relations, University of Macerata, Via
Don Minzoni, Italy, e-mail: d.lepore@studenti.unimc.it
3
Although the article is the result of a collaborative work among authors, the authorship is
the following: paragraphs 2, 2.1; 4; 4.1; 4.2 to Domenico Raucci and paragraphs 3; 5.1; 5.2
to Dominique Lepore. Paragraphs 1 and 6 were jointly written.
D. Raucci, D. Lepore
199
1. Introduction
Companies in the transport sector struggle to determine their logistics costs, often
hidden in overheads, putting at stake their visibility and control (Pohlen and La
Londe, 1994). However, the European transport sector is called to provide the best
products and services, in time and cost-efficiency. The role of Small and Medium-
sized Enterprises (SMEs) in meeting these challenges is critical being key players in
supply chains (EC, 2017). The adoption of advanced costing systems, as Activity
Based Costing (ABC), can help to identify the real costs of operations and services
(Baykasog and Kaplanog, 2008). Moreover, since in a transport company the cost
structure is multidimensional, ABC offers a more analytical and accurate perspective
(Kock and Weber, 2008).
However, the complexity behind ABC has caused its low adoption, especially
among SMEs (Needy et al., 2003) constrained in financial and human capital
(Hicks, 1999). Even if, as underlined by Loth (2012), managerial accounting
systems, as ABC, can be equally beneficial for SMEs as for large corporations when
the benefits do not outweigh the associated costs. Nevertheless, SMEs’ distinctive
futures and differences in respect to large firms, make the adoption of the “classical”
version of ABC an excessive “organizational effort” risking not considering the
benefits that can be achieved (Machado, 2012). Therefore, it is necessary to find
methodologies able to select data to implement such costing systems, balancing the
simplicity required while adjusting to the features of SMEs (Kocakulah et al., 2017).
2. Literature Review
Activity-Based Costing (ABC) was introduced at the end of the 1980s as a source of
more reliable cost information for products, customers, services and processes
overcoming the limits of traditional systems (Berliner and Brimson, 1988). ABC by
being centred on activities and on their absorption from different cost objects,
A Simplified Activity-Based Costing Approach for SMEs:
The Case Study of an Italian Small Road Company
200
201
sector (Harris et al., 2015). SMEs struggle with the same managerial difficulties as
large enterprises and need to straighten their organizational capacity in dealing with
turbulent environments (Taekyung and Dongwoo, 2015). Thus, their management
accounting and costing systems are crucial in supporting decision-making and
business functions (Ahmad, 2017).
SMEs need access to the same informative advantages offered by ABC, especially,
those operating in the transport sector dealing with a dynamic competitive context at
the same extend as big companies (EPRS, 2016). These requirements come from a
sector that in Europe is characterized by large enterprises involved in postal services,
air, and rail transport with a relevant number of small players (Eurostat, 2017).
These considerations cannot be overlooked by the costing literature. We believe that
ABC can offer solutions that, starting from a greater understanding of the limits of
adopting advanced system, can help overcome them through a “simplified” and
gradual approach tailored for a less complex context.
Small and medium-sized companies are often restrained in their ability to exercise
managerial accounting because they lack the necessary resources. Managerial
accounting can be beneficial to these firms as it is for large corporations when the
benefits of managerial accounting do not outweigh the associated costs (Lohr, 2012).
Nevertheless, ABC literature has mainly focused on large firms, both in transport
sector than in others (Gosselin, 2007; Schoute, 2004), while studies in SMEs
resulted slower (Foroughi et al., 2017). These studies outlined ABC benefits in
SMEs proving the usefulness of the system as advantages for profitability and
growth (Rìos-Marinquez et al., 2014). Even in businesses producing low volumes of
products/services the risk of distortions in the true product/services costs, generated
by traditional costing systems occurs. ABC can provide accurate measures of
activity costs whose intensity is not proportional to the volume of output produced
(Kaplan and Cooper, 1992). In SMEs, ABC can become a valuable management
control tool with a positive impact on organizational performance (Needy et al.,
2003).
The lack of perceived need in adopting advanced costing systems, as ABC, has led
to cases of “cultural gap” in SME managers and resistance phenomena in
understanding the benefits of using a costing approach as ABC (Rìos-Manriques et
al., 2014). SMEs’ distinctive futures and low complexity make the adoption of the
“classical” version of ABC an excessive “organizational effort” risking not
considering the benefits that can be achieved (Machado, 2012). Thus, it is necessary
to find cost allocation systems balancing the cost of errors and measurement with
the levels of simplicity required adjusting to the features of SMEs (Needy et al.,
2003).
Some ABC models for SMEs have been proposed based on a smooth
implementation to overcome resistance, even cultural (Stapleton et al., 2004).
Studies suggested “simplifications” of ABC since in an environment where there
usually is a low product diversity or a unique production schedule, different cost
measurement needs emerge (Vercio and Shoemaker, 2007). Others, based on IT
potentialities which become economically accessible for SMEs suggest a low-
weight ABC (Attewell, 1992), connecting processes, cost tables and cost estimates
using effectiveness systems of “expense-activity-dependence” matrix (Roztocki et
al., 2004) or multiple-non-commercial tools (Finke and Bušinska, 2011). Studies
showed how a deeper understanding of organizational behavioral dimensions in
SMEs could represent a driver to favour simplified ABC approaches (Gunasekaran
et al., 1999).
Bharara and Lee (1996) propose a model where, instead of simplifying the structure
of ABC, it simplifies its introduction focusing on a collaborative approach by
interviewing employees in their daily tasks, organizational structure, and operations.
Based on high information sharing and using cost data, it is possible to overcome
cases or reluctance in devoting time to track activities performed. This involvement,
applicable to SMEs, for a lower number of employees and small-medium scale of
operations, allows implementing and maintaining a similar ABC approach in an
inexpensive way. Moving from these advantages based on behavioural dimensions
as Bharara and Lee (1996), we propose and apply a conceptual model for a
“simplified” ABC implementation for SMEs exploiting some of the distinctive
futures existing in these small contexts.
D. Raucci, D. Lepore
203
Employees’ knowledge and expertise of working tasks that make efficient and
effective the design and the execution of each activity even in the ABC approach are
not an isolated object since these aspects are embedded in people. Even if a careful
design of ABC can enhance the effectiveness in the costing system, it becomes
unsuccessful if there is a lack of willingness in sharing information among
organisational members. Studies in the knowledge work framework argued that a
culture of trust and collaboration improves knowledge sharing and organisational
effectiveness (Sveiby and Simons, 2002). However, since these cultural aspects are
SMEs’ characteristics, we believe that these would facilitate ABC implementation.
The real issue becomes that of measuring collaboration in SMEs. With this aim, in
our ABC approach, assuming a contingency perspective, we consider it as an
antecedent variable influencing the willingness of employees to share their
knowledge on their working tasks from the definition of the activities. We took as a
reference Sveiby and Simons (2002) considering the influence that a “collaborative
climate” has on knowledge sharing.
The European transport sector must have the capacity to deliver the best products
and services, in a timely and cost-effective manner. The role of SMEs in meeting
these challenges is critical in the role of key players in supply chains (EC, 2017).
Nevertheless, SMEs still use traditional methods ignoring advanced ones, as ABC
(Ahmand, 2017). Transport companies, mainly SMEs, are rarely focused on cost
calculation even if improved costing models can be valuable for their
competitiveness. Advanced systems can allow considering operational
characteristics of different transport services, improving decision-making and
profitability. To overcome this gap, the case study presents the application of ABC
in a small road company located in Italy, where SMEs represent 99.9% of firms and
the road transport is a leading sector among the first six EU countries with Germany,
Spain, Poland, UK, and France (ANFIA 2017).
3. Methodology
The research is based on a case study following Yin (2013). ABC design and
implementation in the Small Road company took place from September 2017 till
April 2018. The model was designed involving managers and employees. Firstly, we
captured insights into the collaborative climate existing in the SME with interviews
and direct observation. We considered the scale of Sveiby and Simons (2002) for
interviewing managers and employees on dimensions that identify a “collaborative
climate”, referring to organizational culture, immediate supervisor, employee
attitude and workgroup support. These dimensions identify the SMEs’
characteristics that can facilitate ABC implementation (Kocakulah et al., 2017). An
interview of 30 minutes was set with the two managers asking their expectations
behind the adoption of an ABC system in line with Bharara and Lee (1996). Further
face-to-face interviews of 15 minutes were set with the administrative and
maintenance unit. Instead, 15 minutes telephone interviews were carried out from a
sample of 30 of the drivers, identified by the managers and administrative office.
After, a first meeting was set involving managers and administrative employees to
identify direct and indirect costs. Starting from macro activities, the specific ones
have been recognised with their activity cost driver, and three key routes were
selected, while a residual one set as “other routes” (n.4). Once that the cost objects
were defined, a new meeting was scheduled involving employees from the
D. Raucci, D. Lepore
205
maintenance unit and drivers of those routes to explain the need for ABC and in
involving them in its design. Contrarily from “classical” ABC, the “Expense-
Activity-Dependence” (EAD) as suggested by Roztockichi et al. (2004) was
designed applying the educated guess technique, already suggested when data is not
available (Themido et al. 2000) while noticing the collaborative context during the
sessions. Next, indirect costs were allocated to the routes through activity-cost
drivers and then based on the revenues of the routes, the profits were calculated.
The Small Road company selected is in the centre of Italy and offers transport
services for both national and international companies. Its activities involve
transport, national and international shipping, storage of goods and all related
logistics activities. Currently, the company has 80 road tractors, 50 trucks, 80
trailers, and 150 semi-trailers. The company with two company managers is
organized around three main departments: (1) Administrative office with 15
employees involved in accounting and administrative activities; (2) Transportation
with 110 drivers; (3) Maintenance unit with 10 mechanics and 5 lift-truck operators.
The development of the simplified model was based on data from the balance sheet
complemented with meetings with the two managers, employees for the
administrative and maintenance area and selected drivers. Firstly, the routes of
interest were identified selecting three main ones for the analysis, whereas a fourth
one was set to collect costs of all the other residual ones indicated as “other routes”,
indicated as Route 4. The first three routes are the principal ones offered to clients
with the most homogeneous costs. The “other routes” includes minor routes of a
different kind, not continuously offered and in most cases on-demand:
Based on accounting data, direct and indirect costs were identified (Table 1).
A Simplified Activity-Based Costing Approach for SMEs:
The Case Study of an Italian Small Road Company
206
The team mapped the “macro” activities as shipment preparation, loading operation,
transport, unloading operation and invoicing recognizing the specific ones with their
activity cost driver. Then the matrix EAD was designed relating activities and costs,
including checkmarks for the costs involved in the activity of the column. These
marks were then substituted with a percentage representing the amount of resources
used by the activity, through an educated guess. To translate the coefficient in
monetary terms, the formula employed by Roztcki et al. (2014) was used (Table 2).
The coefficient formula is given in equation (1):
(1)
complaints
Stationary
Lubricant
Insurance
Revision
software
operator
Deprec.
Indirect
Wages
Total
Phone
Gross
Costs
207
After determining the activity drivers (Table 3), the total indirect activity-based costs
per route (Table 4) and the unitary profits were calculated (Table 5) .
Orders
14.950 12.870 1,16 406,00 255,20 232,00 14.036,00 14.929,2
received
Elaboratio
4.550 4.204,2 1,08 106,92 71,28 64,15 4.298,18 4.540,53
n order
Shipment
276.700 12.740 21,72 6.516,00 4.344,00 3.909,60 261.943,20 276.712,8
order
Recording
3.240 13.130 0,25 100,00 75,00 70,00 3.037,50 3.282,5
goods
Planning
353.900 12.740 27,78 8.334,00 5.556,00 5.000,40 335.026,80 353.917,2
transport
Loading 265.700 61.319,8 4,33 5.403,84 3.602,56 4.286,70 252.221,63 265.514,73
4. Discussion
209
To the same extent, employees from the maintenance unit asserted that the two
managers ask information and suggestions on how to improve the company’s
performance organizing meetings to which selected drivers participate together with
the administrative area. Instead, drivers from the leading routes, expressed that they
felt distant from decision-making processes in the company and some stated not to
meet so often the two managers. Even if, they participated in occasional meetings to
provide information about the routes when problems and changes occurred.
Whereas, they stated to be in touch with employees of the maintenance units,
administrative area and drivers of the same route. Drivers on-demand revealed to
feel even more unaware of the company’s decision-making processes, while closely
in touch with selected drivers operating in their same routes.
The initial attempt to design the simplified ABC approach has provided insights for
the small road company enhancing its interests towards the costing system. The
company did not use any costing system before and did not consider the possibility
of implementing an advanced costing system. The climate of the SMEs resulted
collaborative with exceptions from drivers based on their route. Knowledge sharing
among employees was confirmed during the model design. Different activities were
considered for EAD Matrix, from order received, planning transport to payment
invoices. Appropriate activyt (cost) drivers were selected as presented in Tables (3
and 4). Some concerns were raised by drivers in establishing time drivers for the
length of the transaction and the hours of loading and unloading. The administrative
employees stated that the SME had never considered monitoring these aspects since
they didn’t recognize their direct impact on the cost structure of the company. The
greatest revelation was to find that the leading routes represented just a small portion
(6%) of the total costs. Considering the costs of activities made the company
members aware of which were the costly ones and how they distributed themselves
among the leading routes. The staff was not surprised in discovering that the
profitable route among the three leading ones was n.1 being the most frequent one.
Major concerns were raised on the third route for the large amount of indirect costs
respect to the revenues. Discussion about client management raised suggestions
about defining the length of transaction for the activity of elaborating the order for
the routes, set equally as 0.33 h. Such a result made the company aware of the need
to consider different policies in managing orders from clients, as in the case of new
and old clients.
A Simplified Activity-Based Costing Approach for SMEs:
The Case Study of an Italian Small Road Company
210
These issues were part of the final discussion when considering the profits gained
from route n.3 respect to the other two leading routes. This was related to the impact
of loading and unloading activities. Drivers on the route n.3 revealed that there were
persistent time management problems with selected customers, starting from the
arrival of drivers, leading to time gaps between load and upload operating. The
discussion made the managers aware of the need toinvolve drivers in decision-
making to gain information on these issues and to define different policies for
customers. An interesting inquiry was raised by an administrative employee
concerning to the way some activity driver was measured. The employee considered
complaints and return, asking for the future to measure the time needed to manage
each complaint. The same employees raised a discussion about using the number of
orders both for the shipment order and planning transport, outlining the possibility of
employing time drivers to have a complete picture of how planning transport is
managed among the routes.
Overall, the informal conditions in the SME confirmed a knowledge sharing culture
that allowed to establish a beneficial discussion in all stages of the design.
Managers, administrative employees, and drivers were involved in the process and
showed a willingness to contribute. From the final meeting, the managers considered
the outcomes useful for understanding the company’s activities and gain information
from the allocation of costs expressing the intention to further exploit the model.
Through ABC, it became possible to understand the origin of costs in terms of
complains and returns, unloading and loading operation. Moreover, considering the
impact of the fourth rote to the cost structure of the company, the managers are
considering breaking down the route 4, categorizing some of the most frequent
routes on-demand respect to the others. Therefore, administrative employees started
to suggest ways to investigate more in deep route n.4 considering some common
characteristics, minimizing the residual part of costs in a new route n.5.
5. Conclusions
211
the cost of its activities but mainly to improve its operative mechanisms, as in
managing different customers.
The model we propose starts from the premise that the collaborative climate is an
antecedent for its successful implementation. Nevertheless, the research has some
limitations. First, more accurate measurement and analysis of a collaborative climate
are required since results are based only on a qualitative approach. Second, the
research is based on a single case, therefore results cannot be generalized. Therefore,
further cases are required to give validity to the overall model also respect to
different sectors and countries. Further aspects to consider are related to the adoption
of new technologies in SMEs and how these can affect sharing knowledge within
the organisation.
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